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Module Twelve

Group Dynamics andPerformance

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Advantages and disadvantages of teams vs. individual tasks

++ More information and knowledge More information and knowledge ++ More motivating More motivating ++ Higher number of alternatives considered Higher number of alternatives considered++ Self-correcting entity Self-correcting entity- - Slower decision making processesSlower decision making processes-- Sub-optimal decision making in dysfunctional Sub-optimal decision making in dysfunctional

groupsgroups- - Failure if members are incapable of managing the Failure if members are incapable of managing the

processprocess- - GroupthinkGroupthink-- Social loafing Social loafing

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The Human Group

• Homans argued that when an individual seeks to describe the behavior of people they are likely to includes three types of comments: activities, sentiments and interactions.

• Activities refer to movements, action, work, and the like…

• Sentiments refer to feelings (happy, sad, angry), to attitudes or to beliefs

• Interactions refers to dynamics of doing something with someone else.

• Together, all three above are viewed as the elementary form of human behavior

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Factors Affecting Group Development and Performance

GROUP DEVELOPMENT

AND PERFORMANCE

Context

Purpose

Composition and Delivery

Structure

Leadership

Processes

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GROUP DEVELOPMENT

AND PERFORMANCE

ContextExternal EnvironmentOrganizational CharacteristicsOrganizational Culture

PurposeGoals and Objectives

Task and Project Characteristics

Composition and Delivery

Member Attributes

Demographic Characteristics

Member Needs

StructureGroup SizeNormsRole DifferentiationSub-groupingGroup Technology

LeadershipTask Oriented

Emotional and Social Maintenance

Multiple Leaders

ProcessesFormation ProcessDecision MakingProblem SolvingCommunicationBoundary ManagementSocialization Process

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Composition and Diversity

• Member Attributes

- Knowledge, Skills, & Abilities

- Values, Beliefs, & Attitudes

- Personality

- Cognitive and Behavioral Styles

• Learning style

• Problem solving style

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Composition and Diversity

• Member Demographic Characteristics

- Age

- Sex

- Race

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Four Different Communication Networks

A D

B E

C

A DB C E A

D

B C

E(“Y”)(Chain)

(Wheel)

A

D

B

E

C

(Circle)

Source: W. C. Swap and Associates, Decision Making, (Beverly Hills, CA: Sage, 1984), pp. 55. Reprinted by permission of Sage Publications, Inc.

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Informal Elements of GroupsDimensions of Group

Technology

1. Task predictability

2. Problem analyzability

3. Interdependence

Properties of Group Structure

1. Connectiveness

2. Vertical differentiation

3. Horizontal differentiation

Other Important Informal Elements

• Norms

• Status

• Values

• Role differentiation

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Role DifferentiationTask Roles

(getting the job done) • Initiator• Coordinator• Information seeker• Information giver• Recorder• Evaluator / critic• Timekeeper

Group-Building / Relationship Maintenance Roles

• Encourager• Gatekeeper / expediter• Standard seller• Observer / commentator• Followers

Individual Roles Include:• Aggressor• Blocker• Dominator

• Recognition Seeker• Avoider

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Stages of team development

The process is not necessarily linear; breakdown can occur at any time.

TAS

K P

ER

FOR

MA

NC

E

Forming Storming Norming Performing

Team Development Stage - Time

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Group Development Models: A Comparison Forming Storming Norming Performing Adjourning

Tuckman &Jensen (1977)(PerformanceModel)

Activity todeterminenature andperimeters oftask

Engenderemotionalresponse,resistanceineffectiveness

Open exchangeof relevantinterpretations

Constructivetask activity

Schutz(1958)(EmotionalClimateModel)

Inclusion“In or out”

Control“Top orbottom”

Affection“Near or far”

Hartman &Gibbard(1974)(RevoltModel)

UncertaintyRevolt

GroupFusion-utopia

CompetitionIntimacy

Termination

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Emotional Climate Development Model*

• Orientation • Conflict • Cohesion• Delusion • Disillusion• Acceptance

* Source: H. J. Reitz, Group Behavior in Organizations, (Burr Ridge, IL: Richard D. Irwin, 1981).

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Do you know that game?

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Groupthink

• A mode of thinking that individuals engage in when pressures toward conformity become so dominant in a group that they override appraisal of alternative course of action

• Conditions that can trigger groupthink include: high cohesiveness; insulation of the group from outsiders; lack of methodological procedures for search and appraisal of alternatives; directive leadership; and more

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Groupthink

• Groupthink can be prevented by such steps as: 1. Appointing a devil’s advocate2. Bringing in outside experts3. Testing group ideas on outsiders4. Having the leader refrain from stating his / her position before the group reaches a decision5. Re-examining the alternatives after the decision has been made6. Having the leader alleviate time pressures (if possible)

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Group MaturityGroup Maturity has been described existing when: • Members are aware of their own and each other’s assets and

liabilities vis-à-vis the group’s task. • These individual differences are accepted without being labeled

as good or bad. • The group has developed authority and interpersonal relationships

that are recognized and accepted by its members. • Group decisions are made through rational discussion. Minority

opinions and/or dissent is recognized and encouraged. Attempts are not made to force decisions or false unanimity.

• Conflict is over substantive group issues such as group goals and the effectiveness and efficiency of various means for achieving those goals. Conflict over emotional issues regarding group structure, process, or interpersonal relationships is at a minimum.

• Members are aware of the group’s processes and their roles in them.

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Team effectiveness depends on:• Team design issues• Good navigation of the natural stages of development of a

team• Performance of certain task and process functions• Assignment and rotation of roles among team members• Avoidance of the negative dynamics of groupthink and

social loafing• Use of idea generation techniques such as brainstorming

and the Nominal Group Technique• Promotion of an inquiry orientation• Evaluating team performance for members’ satisfaction and

learning as well as task performance• Team-members giving each other feedback